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It Is Not The Model; It Is The Soft ware

It is not the Model; It is the ?Soft"ware. 2. Typical Problematic Characteristics of Process Improvement Initiatives. Missed schedulesPoor compliance with requirementsOften more resources and funding neededPotential irreversible damage in the event of a failure. It is not the Model; It is the ?S

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It Is Not The Model; It Is The Soft ware

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    1. It Is Not The Model; It Is The “Soft”ware! Dr. Tami Zemel Tangram Hi-Tech Solutions Motivation – 6 Agenda 1 Char – 1 Influence –1 Organization - 1 Process –1 Model –1 Organization – 9 7*1 + 2 Process – 9 5*2 Example – 8 Sum – 3 QA -5Motivation – 6 Agenda 1 Char – 1 Influence –1 Organization - 1 Process –1 Model –1 Organization – 9 7*1 + 2 Process – 9 5*2 Example – 8 Sum – 3 QA -5

    2. It is not the Model; It is the “Soft”ware 2 Typical Problematic Characteristics of Process Improvement Initiatives Missed schedules Poor compliance with requirements Often more resources and funding needed Potential irreversible damage in the event of a failure

    3. It is not the Model; It is the “Soft”ware 3 Agenda Challenges Organizational Factors Process Factors Example How to Make It Happen Summary

    4. It is not the Model; It is the “Soft”ware 4 What Influences a Change The organization The change process The model

    5. It is not the Model; It is the “Soft”ware 5 Organizational Factors Structure Employees Customers Culture Characteristics of the Project Infrastructure Prior Experience with Changes

    6. It is not the Model; It is the “Soft”ware 6 Change Process Factors Change Management Change Program Structure Assimilation Method Management Commitment Employees Involvement

    7. It is not the Model; It is the “Soft”ware 7 Model Factors Change Scope Change Range

    8. It is not the Model; It is the “Soft”ware 8 Agenda Challenges Organizational Factors Process Factors Example How to Make It Happen Summary

    9. It is not the Model; It is the “Soft”ware 9 Organizational Factors Organizational Structure Size Geographic distribution Number of units Differences between the units Management style (central/distributed)

    10. It is not the Model; It is the “Soft”ware 10 Organizational Factors Employees Experience Knowledge Flexibility towards changes Loyalty Private agendas

    11. It is not the Model; It is the “Soft”ware 11 Organizational Factors Characteristics of Projects Size and duration Uniformity Domains Methods, processes, tools Development environments Phase

    12. It is not the Model; It is the “Soft”ware 12 Organizational Factors Prior Experience with Changes Number of successful change initiatives in the past Number of changes within the same period

    13. It is not the Model; It is the “Soft”ware 13 Organizational Factors Customers Customer request for processes and standards Customers’ Maturity Requirement specification method Customer involvement in the development process Resistance to “pay more”

    14. It is not the Model; It is the “Soft”ware 14 Organizational Factors Organization Culture Management styles Processes Role definitions Accountability and commitments

    15. It is not the Model; It is the “Soft”ware 15 Characteristics of the Organizational Factors Givens Likelihood of change Hidden flaws

    16. It is not the Model; It is the “Soft”ware 16 Agenda Challenges Organizational Factors Process Factors Example How to Make it Happen Summary

    17. It is not the Model; It is the “Soft”ware 17 Process Factors Change Management Change program with: Goals and schedule Roles and responsibilities Resources Risks Measurements Involvement through monitoring and control of senior management

    18. It is not the Model; It is the “Soft”ware 18 Process Factors Change Program Structure Steering committee Process group Change Champion Action teams Assimilators

    19. It is not the Model; It is the “Soft”ware 19 Process Factors Schedule Too short No real assimilation Unnecessary pressure Too long Needs may change No focus

    20. It is not the Model; It is the “Soft”ware 20 Process Factors Process Group Who are the members of the group Group’s authority and influence Full time/part time Number of members in the group

    21. It is not the Model; It is the “Soft”ware 21 Process Factors Employees Involvement Participation in action teams/ process improvement groups/ quality teams Feedback Solicit improvement suggestions

    22. It is not the Model; It is the “Soft”ware 22 Process Factors Assimilation Resources Training methods Managers involvement and responsibility Monitoring

    23. It is not the Model; It is the “Soft”ware 23 Process Factors Management Commitment Resources Priorities Support in assimilation

    24. It is not the Model; It is the “Soft”ware 24 Process Factors Characteristic of Process Factors Can be determined by process planning Can be changed when required

    25. It is not the Model; It is the “Soft”ware 25 Agenda Challenges Organizational factors Process factors Example Summary

    26. It is not the Model; It is the “Soft”ware 26 Example Organization Factors

    27. It is not the Model; It is the “Soft”ware 27 Example Process Factors

    28. It is not the Model; It is the “Soft”ware 28 Example Results

    29. It is not the Model; It is the “Soft”ware 29 Agenda Challenges Organizational Factors Process Factors Example How to Make it Happen Summary

    30. It is not the Model; It is the “Soft”ware 30 How to Improve It? Awareness Training Analysis and planning

    31. It is not the Model; It is the “Soft”ware 31 Awareness Awareness is half the way

    32. It is not the Model; It is the “Soft”ware 32 Training Change agents must be trained on the soft issues, in addition to the target models Possible subjects Organizational Change Organizational Behavior Team Development

    33. It is not the Model; It is the “Soft”ware 33 Analysis and Planning Collect information Analyze organization’s status Assess feasibility for change Plan the change program Revise the plan (if required)

    34. It is not the Model; It is the “Soft”ware 34 Agenda Challenges Organizational factors Process factors Example Summary

    35. It is not the Model; It is the “Soft”ware 35 Summary Organization factors are a given Process factors are controllable All success factors do not depend on the target model

    36. It is not the Model; It is the “Soft”ware 36 Summary - 2 The factors are not unique to software or system engineering Most failures are not caused by the model but by the organizational factors or the change process factors

    37. It is not the Model; It is the “Soft”ware 37 Summary - 3 Successful implementation requires: Increased awareness of the soft issues Appropriate training Assessing feasibility of the change Using appropriate tactics in planning the change Revising plan if required

    38. It is not the Model; It is the “Soft”ware 38 Thank You! & C U @ SEPG 2004 Dr. Tami Zemel Zemel@inter.net.il

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